The trickle-down effects of perceived trustworthiness on subordinate performance
| Autor: | Marius van Dijke, Leander De Schutter, Marshall Schminke, Jeroen Stouten, David De Cremer |
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| Přispěvatelé: | Behavioural Ethics, Department of Business-Society Management, Apollo - University of Cambridge Repository |
| Rok vydání: | 2018 |
| Předmět: |
Adult
Employment Male social learning theory IMPACT media_common.quotation_subject Organizational culture Social Sciences UNITED-STATES METAANALYTIC TEST Procedural justice Trust PROCEDURAL JUSTICE 0504 sociology Perception Business & Economics 0502 economics and business Psychology Humans Empirical evidence Social learning theory Applied Psychology Work Performance media_common BEHAVIORAL INTEGRITY Social perception 05 social sciences 050401 social sciences methods trust ORGANIZATIONAL SUPPORT Middle Aged Social learning trustworthiness Organizational Culture Social Learning Management MODEL Social Perception Job performance trickle down Female SUPERVISOR SUPPORT Social psychology 050203 business & management performance Psychology Applied |
| Zdroj: | Journal of Applied Psychology, 103(12), 1335-1357. American Psychological Association Inc. |
| ISSN: | 0021-9010 |
| DOI: | 10.17863/cam.26923 |
| Popis: | We study when and why perceptions of trustworthiness trickle down the organizational hierarchy to influence the performance of subordinates. Building on social learning theory, we argue that when supervisors perceive their managers as trustworthy, subordinates are more likely to also perceive their supervisor as trustworthy, which in turn enhances subordinate performance. We further argue that this trickle-down effect of trustworthiness perceptions emerges especially when the manager invites the supervisor to participate in decision-making. Finally, we propose that social learning processes that lead to supervisors exhibiting more trusting behavior toward their subordinates mediate this trickle-down effect. We find support for our predictions across one multisource field study (Study 1) and two experiments (Studies 2 and 3) that both use a yoked design. This research represents the first attempt to examine trickle-down effects related to trustworthiness, its impact on performance, and the mediating mechanisms by which those effects emerge. This research also provides the first empirical evidence about the role that social learning processes play in explaining trickle-down processes. (PsycINFO Database Record (c) 2018 APA, all rights reserved). ispartof: JOURNAL OF APPLIED PSYCHOLOGY vol:103 issue:12 pages:1335-1357 ispartof: location:United States status: Published online |
| Databáze: | OpenAIRE |
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